Deep Human: Practical Superskills for a Future of Success

Produktdetails

Verlag

Epigram Books

Erschienen

2019

Sprache

Deutsch
English

Seiten

224

Infos

224 Seiten

ISBN

978-981-4845-66-3

Kurztext / Annotation

What separates you from the robots?
How can you thrive in tomorrow s workplace? Experts predict that within the next few years, you will need an extra 101 days of learning to remain relevant at work, but what skills should you hone?
Authors Crystal and Dr Gregor Lim-Lange combine their expertise in leadership and psychology to share five timeless superskills that will help you unlock your fullest potential.
-Focus and mindfulness
-Self-awareness
-Empathy
-Complex communication
-Adaptive resilience
Deep Human offers practical tools, unexpected insights and inspiring real-life stories so you can build a successful and meaningful life no matter what lies ahead.

Crystal Lim-Lange is an expert on future-readiness, an education pioneer and a public speaker on the global stage. She is the CEO of Forest Wolf, a future-readiness consultancy, and Strategic Advisor to Minvera Project, one of the most innovative universities globally. Prior to Forest Wolf, Crystal was the founding Director of the National University of Singapore's Centre for Future-ready Graduates, where she implemented large-scale future-ready skills programmes which have prepared over 15,000 youths for a rapidly changing world. Today, Crystal travels around the world advising corporate and government bodies on how best to prepare for the future and is passionate about shifting consciousness. Crystal also writes for Channel NewsAsia on careers, talent development and life skills.

Textauszug

Chapter 1: Disruption

I remember watching the 70s sci-fi cartoon The Jetsons when I was a kid, and dreaming of what lay ahead of me. In that happy technicolour vision of the future, families flew around in bubble-domed spaceships, breakfast was delivered via a vending machine, and every middle-class household had a friendly housekeeper robot who cleaned and baked cakes cheerfully. Back then, I thought robots and artificial intelligence (AI) were going to work for us and enable us to live a leisurely utopia. But instead, adults have never been as stressed at work, nor worried as much about work-life balance. In fact, the World Health Organisation has now formally recognised burnout as an official occupational phenomenon.

The media is rife with news of disruptions, jobs being displaced or lost due to automation and AI, well-established companies that have vanished seemingly overnight due to new competition and so on. And all of this news feeds and breeds anxiety and concern over what the future actually holds for us. Will we still be relevant in the workplace? Will the robots be friend or foe?

Today's largest media company, Facebook, creates no content. The world's biggest accommodation provider, Airbnb, owns no property. Our old assumptions are being swept away by global revolutions we could never have predicted, and much of what kids learn today is likely to be irrelevant by the time they graduate. On top of this, the World Economic Forum has predicted that the average employee in the workplace will need an extra 101 days of retraining and upskilling in the period up to 2022.

All this rapid change is hard to process. The speed with which we must absorb, process and adapt is far beyond what humanity has ever dealt with before, and our poor brains are struggling to catch up-evolution takes thousands of years, after all. Fear adds another layer of complexity-each of us has an inbuilt survival mechanism to be averse to change.

For centuries, humans have been fearful of the new. Ages ago, "new" could very easily mean "you're dead", if it showed up as a new predator, a new rival or a new disease. In more recent history, "new" is still a threat. For instance, during the Industrial Revolution, weavers rioted against the newly invented power loom, an automated technology that threatened to leave them jobless. However, what happened next was most unexpected.

Instead of making weavers obsolete, the new machines increased consumer demand and created a new fashion industry that caters to people who could suddenly afford to own multiple outfits instead of having to wear the same few items until they wore out. The factories needed more people: those who could work the machines and those who could do what the machines could not. By the end of the century, there were about four times as many factory weavers as at the time of the riots.

The transition wasn't easy for the weavers, though. They had to learn new skills, unlearn old habits and adapt to working alongside the new technology-and stop smashing machines, of course! Today, we use the term "luddite" to refer to someone who fears new technology-the origin of that word comes from that group of protesting weavers, who were led by a Mr Luddite. And like the weavers, we are also facing a steep technology adoption curve. In what many consider to be the Fourth Industrial Revolution-the age of artificial intelligence, digitisation and disruptive technology-all of us will have to learn new skills and mindsets.

We know the robots are coming for our jobs-not just the mindless, repetitive ones-and have already seen this transition in certain fields, such as recruitment, personalised healthcare and AI-powered education.

What we don't know is where and how this shift will continue. When all the chips land, will there be fewer bank tellers and lawyers needed because of AI and robots? M

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